A Paradox Rarely Comes Alone: A Quantitative Approach to Investigating Knotted Leadership Paradoxes in SMEs

摘要: Abstract This article uses a paradox knotting perspective to study key leadership challenges among Danish manufacturing and crafting SMEs. As part of an action-learning development programme, 55 middle managers from 11 companies were asked rate the topicality 10 paradoxes. Using exploratory factor analysis, three clusters knotted paradoxes identified concerning management 1) managing organisational flexibility, 2) balancing engagement control, 3) dealing with dispersion. Each knot consists two shows how involved in one element are also likely be tensions other. The contributes better understanding complexity interrelatedness select by demonstrating that appear practice. Furthermore, empirical quantitative approach studying their serves as important methodological contribution field characterised high reliance on indirect, qualitative studies.